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Our paper discuss the „hot” topic of Business Excellence (BE) aiming to highlight and clarify the connections with Total Quality Management (TQM). Thus, we describe the quality movement from inspection to statistical quality control and the „Japanese Age” of quality followed then by Total Quality Control (TQC) and TQM developments that drived to th...
Contexts in source publication
Context 1
... it was seen a dramatic shift in the quality management focus from a concentration just on manufacturing, to a wide company spectrum of activities and, more specifically, to the needs of the internal and external customers. The Figure 1 shows briefly the history of Total Quality Management (TQM), from inspection to Business Excellence. ...
Context 2
... dimensions used in assessment form an organisational learning cycle ( Figure 10) which can be used to examine the organisation's performance against each Item. In a recent survey, organisations that used BEF were asked to estimate whether or not their performance had improved as a direct result of applying this approach. ...
Context 3
... -identifies the organisation's intent for an Item Deployment -identifies those planned activities supporting the improvement strategy Improvement -the process by which Approach and Deployment are reviewed and adapted to achieve improved results Results -the performance indicators that measure the effectiveness of an Approach and its Deployment Figure 10. Assessment Matrix ADRI ...
Citations
... Unnikrishnan et al. (2019) listed 14 definitions for the BE which represent the changes in the BE concept between 1999 and 2016. BE can be defined as meeting and exceeding customers' expectations while maintaining optimum resource utilisation and achieving sustainable business development (Ionica et al., 2010;Unnikrishnan et al., 2019). Business excellence models (BEMs) can be defined as a systematic and structured framework that, if applied within organisations, lead to a focused and unified thoughts and actions which would lead to improved performance (Unnikrishnan et al., 2019;BPIR.com ...
... Brown (2013) stated that excellence replaced quality mainly for political issues, and it is impossible to reach and maintain excellent performance without the adoption of TQM principles. This statement was supported by Ionica et al. (2010) who stated that BE and TQM are the same, but, BE came with a clearly defined approach. We can see that in most of the recent publications, especially after the emergence of the EFQM excellence model in 1999, the researchers used the words BEMs/NQAs when they review the models or conduct any research in this scope, as we can see in Mavroidis et al. (2007), Saunders et al. (2008) and Talwar (2011aTalwar ( , 2011b. ...
The objectives of this research are to identify the gaps and potential
improvement areas in the frameworks of the predominant business excellence models (BEMs) and to propose a future research agenda. The methodology used consists of three steps that are reviewing the predominant BEMs’ frameworks; analyze the reviewed frameworks based on the framework and the excellent performance realisation methodologies (EPRMs) elements proposed by Ubaid and Dweiri; then synthesise the results in the third step. The analysis of the literature confirmed the novelty of this research approach. The current research enhances the knowledge in the business excellence (BE) scope by identifying three gaps in the BEMs’ frameworks. The gaps include the gap related to the tool kit (TK) element, the gap related to the performance management system (PMs) element, and the gap related to the overlap between the elements of the excellence frameworks. Many future research areas re suggested in this research.
... This movement, with its many spin-offs, has sustained till date and needs to be reinvigorated manifold if India is to become a leading economy in the near future. Several authors have chronicled the success of such efforts in India and abroad (Adebanjo et al., 2011;Muthuraman and Jayaraman, 2014;Rajpal and Sagar, 2003;Park and Dahlgard, 2007;Ionic a et al., 2010;Muthuraman, 2003;Goh and Ridgway, 1994;Ahire et al., 1996;Ojha, 2000;Dubey and Lakhanpal, 2019;Kapur, 2010). ...
Purpose
The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model.
Design/methodology/approach
The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables.
Findings
The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different.
Research limitations/implications
The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies.
Practical implications
The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results.
Social implications
Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations.
Originality/value
The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.
... Business excellence is more than to have a quality system at work but it is related to achieve excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence (Ionica, Baleanu, Edelhauser, & Irimie, 2010). In addition, BE is based on Malcolm Baldrige's initiatives to develop a comprehensive management practice standard that can assist companies to assesses readiness and compliance with excellence practices in their quest to enhance business performance. ...
... The first BE model was developed in the mid-1980s and came about as a result of the quality movement in the West, which in turn was a response to the advancements in quality and competitiveness in Japan (Ionica, Baleanu, Edelhauser, & Irimie, 2010). The most popular and influential model is MBNQA which commonly known as the Baldrige model, the Baldrige criteria, or the Malcolm Baldrige Criteria for Performance Excellence. ...
... (1) leadership, (2) strategic planning, (3) customer focus, (4) measurement, analysis and knowledge management, (5) workforce focus, (6) operations focus and (7) business results (Ionica, Baleanu, Edelhauser, & Irimie, 2010). ...
Over the past decades, the pursuit of business life has developed to excel in every aspect to gain a competitive advantage. Since its inception, Business Excellence (BE) has assisted organizations to manage and review seven criteria, which are (1) leadership, (2) strategic planning, (3) customer focus, (4) measurement, analysis and knowledge management, (5) workforce focus, (6) operations focus and (7) business results. Through the BE model, the organization can execute their strategies to determine, forecast and survive in a highly competitive market. It is important to identify the industrial capabilities of halal products to penetrate the global halal market. Indeed, the halal industry in Brunei Darussalam is still worth to be examined at this point. This paper provides empirical support for halal industry reviewing and improvement. The survey has been done and analysed among halal industries in Brunei. Thus, seven criteria regarding Halalan Thayyiban Research Centre BE Assessment are examined. The research finds that the halal industries of Brunei Darussalam practice BE has a positive and significant effect by utilizing of measurement, analysis and knowledge management, and workforce focus.
... Business Excellence (BE) means excellence in strategies, business practices and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence (Ionica et al., 2010). BE is based on Malcolm Baldrige's initiatives to develop a comprehensive management practice standard that can assist companies to assess readiness and compliance with excellence practices in their quest to enhance business performance (He et al., 2011). ...
... BE has been used by many international organizations to evaluate and benchmark excellent practices and recognize the attainment of this standard (Palitha et al., 2011). The first BE model was developed in the mid-1980s and came about as a result of the quality movement in the West, which in turn was a response to the advancements in quality and competitiveness in Japan (Ionica et al., 2010). The most popular and influential model is called the Malcolm Baldrige Award Model, which is also known as the Baldrige model, the Baldrige criteria, or the Malcolm Baldrige Criteria for Performance Excellence. ...
Purpose of the study: The first objective of this research is to evaluate the overall situation of business excellence (BE) in Brunei Darussalam and Malaysia. The second objective is to assess the factors influencing business excellence among halal industry organizations in those two countries. The significance of this study is to identify the challenges faced by SMEs in achieving continuous improvement and performance excellence. Methodology: The population of this study is organizations providing halal products and services in Brunei Darussalam and Malaysia. A total of 100 questionnaires inquiring the seven criteria of BE have been distributed to SME owners, regardless of their positions in the industry. Based on the responses received by the researchers, only 25 organizations in Brunei Darussalam and 41 in Malaysia offer a variety of products and services in the market. The collected data were analysed using situation analysis and multiple regressions to accomplish the research objectives. Main Findings: The research found that two companies were in the Intermediate Stage of Good Practice Achiever. However, both countries are still a long way from achieving BE, and even a longer way from reaching a mature stage. The research also found that BE practice was more prevalent in the halal industry of Malaysia than that in Brunei Darussalam. In Malaysia, 'process' had a positive and significant effect on competitive advantage, while Brunei Darussalam's strengths came from 'information' and 'people'. Novelty of the study: This paper highlights the strengths of Brunei Darussalam and Malaysia in promoting BE in the halal industry. Through the measures, business excellence could potentially create greater added value and impact. The challenges are to increase the business capacity with significant collaboration between agencies, industries and universities in both countries.
... Business excellence is more than to have a quality system at work but it is related to achieve excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence (Ionica, Baleanu, Edelhauser, & Irimie, 2010). In addition, BE is based on Malcolm Baldrige's initiatives to develop a comprehensive management practice standard that can assist companies to assesses readiness and compliance with excellence practices in their quest to enhance business performance. ...
... The first BE model was developed in the mid-1980s and came about as a result of the quality movement in the West, which in turn was a response to the advancements in quality and competitiveness in Japan (Ionica, Baleanu, Edelhauser, & Irimie, 2010). The most popular and influential model is MBNQA which commonly known as the Baldrige model, the Baldrige criteria, or the Malcolm Baldrige Criteria for Performance Excellence. ...
... (1) leadership, (2) strategic planning, (3) customer focus, (4) measurement, analysis and knowledge management, (5) workforce focus, (6) operations focus and (7) business results (Ionica, Baleanu, Edelhauser, & Irimie, 2010). ...
Kecemerlangan masyarakat perlu diukur berteraskan tahap kehalusan
tatasusila dan keluhuran kebudayaan sesuatu masyarakat insan. Keadaan
halusnya budipekerti dan luhurnya akal-budi (yang merupakan perkara batin)
pasti akan dilahirkan dalam kehidupan masyarakat yang dipandukan oleh
agama, politik, pendidikan, perundangan dan lain-lain berkaitan pentadbiran
yang menjamin kemajuan dan keselamatan masyarakat. Kecemerlangan
tamadun dan pembentukan budaya hidup berkualiti terutamanya dalam
menghadapi era globalisasi, hegemoni barat, modenisasi dan pemikiran
pasca-modernisme, harus berteraskan kepada sumber-sumber bersifat
kewahyuan. Al-Quran merupakan kitab suci Allah yang telah diwahyukan
kepada Nabi Muhammad (s.a.w) melalui Jibril untuk dijadikan rujukan utama
dalam pembinaan dan penyelesian masalah berkaitan tamadun manusia.
Dalam hal ini, al-Quran telah menyuruh supaya manusia mempertingkatkan
taraf adab dan memperhaluskan budipekerti serta menimbulkan jatidiri
insani tiap-tiap anggota masyarakat dengan ilmu pengetahuan. Berkaitan
dengan ini, manusia diminta supaya mempertingkatkan adab atau tamadun
dengan perubahan demi kebaikan serta menjalankan tanggungjawab dengan
beradab sebagai teras kecemerlangan. Manusia juga harus mempelajari dan
berinteraksi serta bersatu menghadapi era globalisasi serta menghayati sains
dalam al-Quran kerana ia adalah di antara yang terpenting untuk membina
tamadun dan Insan cemerlang.
Kata kunci: Tamadun Islam; Glokal dan Globalisasi, Industri Halal.
... Business excellence is more than to have a quality system at work but it is related to achieve excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence (Ionica, Baleanu, Edelhauser, & Irimie, 2010). In addition, BE is based on Malcolm Baldrige's initiatives to develop a comprehensive management practice standard that can assist companies to assesses readiness and compliance with excellence practices in their quest to enhance business performance. ...
... The first BE model was developed in the mid-1980s and came about as a result of the quality movement in the West, which in turn was a response to the advancements in quality and competitiveness in Japan (Ionica, Baleanu, Edelhauser, & Irimie, 2010). The most popular and influential model is MBNQA which commonly known as the Baldrige model, the Baldrige criteria, or the Malcolm Baldrige Criteria for Performance Excellence. ...
... (1) leadership, (2) strategic planning, (3) customer focus, (4) measurement, analysis and knowledge management, (5) workforce focus, (6) operations focus and (7) business results (Ionica, Baleanu, Edelhauser, & Irimie, 2010). ...
Produk halalan thayyiban talah menjadi produk global hingga
berperanan penting dalam pembentukan polisi dan strategi pemerintah, badan
korporat multinasional, pembangunan Industri Kecil dan Sederhana (SMI),
projek Pengkajian dan Pembangunan (R&D), perdagangan, pemasaran
antarabangsa serta pembinaan sebuah negara yang dikenali dengan Baldatun
Thayyibatun Wa Rabbun Ghafur (Negeri yang baik dengan Rabb Yang Maha
Pengampun). Walaupun al-Quran telah menggariskan konsep dan ciri-ciri
Baldatun Thayyibatun dan Halalan Thayyiban tetapi tiada usaha dilakukan
untuk mengaitkan kehebatan konsep tersebut dalam pembentukan masyarakat
sejahtera yang sebenar. Kertas keja ini akan mengupas dan analisa pelbagai
isu yang berkaitan industri Halalan Thayyiban sebagai teras pembentukan
sebuah negara yang dikenali sebagai “Baldatun Thayibatun wa Rabbun
Ghafur”. Didapati, pembinaan negara baldatun thayyibatun wa Rabbun Ghafur
tidak akan tercapai sekiranya produk Halalan Thayyiban tidak diperkenalkan,
diperkasakan dan diterapkan kepada masyarakatnya.
Kata kunci: Baldatun Thayibatun wa Rabbun Ghafur; Halalan Thayyiban;
UNISSA
Abstract
The product of the halalan thayyiban are becoming global
products to play a key role in the formation of government policies and
strategies, multinational corporate bodies, Small and Medium Industries
(SMI) development, R & D projects, trade, international marketing and
establishment a country to be known as Baldatun Thayyibatun Wa Rabbun
Ghafur (A good state with the Most Forgiving Lord). Although the Qur’an
has outlined the concepts and features of Baldatun Thayyibatun and Halalan
Thayyiban but no attempt has been made to link the greatness of the concept in
Basic Themes Toward Halal Sustainability Management in Brunei Darussalam and Indonesia 83
the development of a prosperous society. This paper will examine and analyze
the various issues related to the Halalan Thayyiban product as the core of the
establishment of a country as “Baldatun Thayibatun wa Rabbun Ghafur”.
The finding shows that the establishment of the state of Baldatun Thayyibatun
wa Rabbun Ghafur will not be achieved if the Halalan Thayyiban product is
not introduced, empowered and applied to its community.
Keywords: Baldatun Thayibatun wa Rabbun Ghafur; Halalan Thayyiban;
UNISSA
... Business excellence is more than to have a quality system at work but it is related to achieve excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence (Ionica, Baleanu, Edelhauser, & Irimie, 2010). In addition, BE is based on Malcolm Baldrige's initiatives to develop a comprehensive management practice standard that can assist companies to assesses readiness and compliance with excellence practices in their quest to enhance business performance. ...
... The first BE model was developed in the mid-1980s and came about as a result of the quality movement in the West, which in turn was a response to the advancements in quality and competitiveness in Japan (Ionica, Baleanu, Edelhauser, & Irimie, 2010). The most popular and influential model is MBNQA which commonly known as the Baldrige model, the Baldrige criteria, or the Malcolm Baldrige Criteria for Performance Excellence. ...
... (1) leadership, (2) strategic planning, (3) customer focus, (4) measurement, analysis and knowledge management, (5) workforce focus, (6) operations focus and (7) business results (Ionica, Baleanu, Edelhauser, & Irimie, 2010). ...
Synopsis
Basic Themes toward Halal Sustainability Management in Brunei Darussalam and Indonesia is a pioneering attempt to put together a collection of articles related to halal in Brunei Darussalam and Indonesia. This book has 10 selected articles from both respective academicians and researchers. The articles contained in this book are focus on halal areas and the study of its issues as they evolve. In addition, the publication of this book is a manifestation of the strategic relationship between UNISSA and UNDIP to foster a culture of knowledge and research on halal in institutions of higher learning in the region.
... Ionica, A., Baleanu, V., Edelhauser, E., & and Irimie, S. (2010). TQM and Business Excellence. ...
Perniagaan Sri Samudera Desa (PSSD), a company that produced various types of buns and was established in 2000, had served the local market. After a decade of service, PSSD was still trying to achieve its goal of becoming one of the leading business organizations in Malaysia. In their attempt to fulfil business excellence, PSSD had implemented some improvements and development to their products by benchmarking itself with a popular bread brand, Gardenia. Data were collected through an interview with managers of PSSD to gain information on the company’s background and business activities to help determine the company’s progress towards halal business excellence. It was found that PSSD had strived for halal business excellence since its establishment in 2000.
... BE meant "excellence" in strategies, business practices, and stakeholderrelated performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence (Ionica et al, 2010). In addition, BE is based on Malcolm Baldrige's initiatives to develop a comprehensive management practices standard that can assist companies to assesses readiness and compliance to excellence practices in their quest to enhance business performance. ...
... BE has been used by many international organizations to evaluate and benchmark excellent practices and recognize the attainment of this standard. The first BE model was developed in the mid-1980s and came about as a result of the quality movement in the West, which in turn was a response to the advancements in quality and competitiveness in Japan (Ionica et al, 2010). The most popular and influential model is called the Malcolm Baldrige Award Model (commonly known as the Baldrige model, the Baldrige criteria, or the Malcolm Baldrige Criteria for Perfomance Excellence). ...
Over the past decades, the pursuit of business life has developed to excel in every aspect to gain a competitive advantage. Since its inception in Malaysia, Business Excellence (BE) has assisted organizations to manage and review seven dimensions, which are leadership, planning, information, customer, people, process, and results, all of which relate to sustainability. In addition, many organizations benchmark themselves against similar organizations to compare these seven dimensions. Instead of a physical benchmark (such as the number of employees and machines), they may use reports as a tool to compare themselves to others in the same industry. The organizations are also able to identify ways they can improve their own operations without recreating new methods. They are able to accelerate the process of change because they can refer to models from other organizations in guiding their changes. Indeed, the halal industry in Malaysia and Brunei Darussalam is still worth to be examined at this point. It is important to identify the best practices and industrial capabilities of halal products to penetrate the global halal market. This paper highlights the importance of using BE to help organizations to identify more opportunities and manage changes, which include training and educating existing employees. The challenges are to increase the businesses’ capacity with significant collaboration between agencies, industries, and universities in both countries. Through the key measures, BE could potentially create greater added value and impact.
... To have a general understanding of what meant by organizational performance (OP) and what is excellent organizational performance (EOP), we should first define organizational excellence (OE), OP, EOP. OE can be defined as the optimum utilization of internal and external resources to meet and exceed customers' requirements as well as achieving sustainable business development (Ionica et al. 2010). Antony ''measure of how well organizations are managed and maximize the value they deliver to customers and other stakeholders'' and redefined EOP as ''the outstanding measure of the relationship of all performance variables influencing an organization's functioning'' (Antony and Bhattacharyya 2010b, page 42). ...
The purpose of this research is to conduct a Systematic Literature Review to identify organizational excellence methodologies (OEMs) from the state of the art literature, classify them based on their business sector, generate a unified list of organizational excellence (OE) critical success factors (CSFs), and propose future research agenda. A comprehensive analysis conducted on publications/year, publications/journals, journals’ rank, research methods, business sector, publications’ research area, and much more. The analysis reveals the identification of 46 OEMs, a unified list of 47 OE CSFs, and proposing future research agenda that include testing OEMs in the same business sector but in different countries, regions, or even different business sectors; conducting longitudinal studies on OEMs research scope; developing OEMs for the public sector and NPOs; studying the OE aspects in the MENA region; the researchers from the MENA, Africa, Malaysia, China, and the USA should put more effort to contribute to the OE scope; exploring the OE CSFs, barriers, and challenges on the different levels, business sectors, and geographical locations; testing the importance of the unified list of CSFs for organizational performance; developing a methodology to facilitate OEMs adaptation process; integrating some of the OEMs that never integrated before and test their impact on organizations’ performance; integrating the sustainability concept with the BEMs or OE concept; studying the OE applications in the new era of digitization, globalization, the Internet of Things, and industry 4.0; and proposing a methodology or framework to maintain an excellent performance level beyond the implementation stage.
